Are You Making These 7 Deadly Diversity Recruiting Mistakes

Are You Making These 7 Deadly Diversity Recruiting Mistakes?

Diversity in recruiting has become the most sought-after topic of discussion in an environment where the global presence of a business has become the norm due to the disruptions caused by technology. It is no surprise that a hiring blueprint in today’s competitive recruitment landscape puts enough weight on diversity. Diversity hiring not only sends a vibe of inclusivity among the employees but also creates a productive ecosystem in which people from different walks of life and background can bounce ideas off each other, driving innovation and collaborative thinking.

The hiring managers, though aware of the importance of diversity in recruiting are still unsure of the implementation of the process at the ground level and are often found wanting. The following are some of the critical mistakes even the trained minds tend to make.

    • Diversity recruiting should not stop at policy change. The D& I policy should reflect in the job advertisement in the form of usage of unbiased language which is fair, and which fosters diversity. The onus should be on the hiring managers to let the company understand the importance of D& I policy.
    • The hiring managers put their focus on the “D” rather than the “I”. Well, diversity without inclusion is futile as hiring a perfect fit for the role might not be a good cultural fit, which will eventually lead to a high attrition rate. An investment in inclusion will make diverse recruiting way more conclusive in the long-term.
    • Leveraging the capabilities of technology in sourcing candidates help recruiters to root out biases and build a diverse talent pool. A strong culture and strategy in the absence of technology would still seep in human biases and redundant mindset hiring.
    • The diversity in hiring should not treat it as a “representation” but a conduit of attracting people of myriad skillsets, cultural background and ideas which can lend a different perspective to the status quo.
    • Making a biased offer based on gender or age is a surefire way to singe the brand name of an organization. The pay scale should be in line with experience and skillsets and not on any other parameters.
    • Ultimately the onus of propagating the importance D& I lie in the hands of the recruiter itself. The most common mistake a recruiter can do in diversity hiring is to underestimate their role as a recruiter. They should understand how necessary it is to continue educating the stakeholders and the upper management the holistic effect of an efficient diversity hiring.
    • Diversity is a sensitive issue and the current diversity hiring practices based on established practice, beliefs, and political views are biased. Diversity hiring decisions should hinge on data and not emotions. Data allows you to drill down into the subsets of parameters and provides a bird’s eye view of a diverse workforce as a percentage of the total hires.

Although building a diverse workforce can be a bit daunting, to begin with, but eliminating hiring mistakes and pushing for an inclusion-minded work culture will surely reap benefits in the long run. The time and money invested in building a smart hiring strategy can ensure an impressive ROI.

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